Design Thinking

Maria Paula Luce
Mind Map by Maria Paula Luce, updated more than 1 year ago
Maria Paula Luce
Created by Maria Paula Luce about 4 years ago
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Design thinking - Harvard Business Review
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Design Thinking
1 Is
1.1 Is a methodology that fills the innovation activities with a human-centered design ethos.
1.2 Innovation is powered by a thorough understanding, through direct observation, of what people want and need in their lives and what they like or dislike about the way particular products are made, packaged, marketed, sold, and supported.
1.3 It is a discipline that uses the designer’s sensibility and methods to match people’s needs with what is technologically feasible and what a viable business strategy can convert into customer value and market opportunity.
1.4 It has much to offer a business world in which most management ideas and best practices are freely available to be copied and exploited.
2 A DESIGN THINKER’S PERSONALITY PROFILE
2.1 many people outside professional design have a natural aptitude for design thinking, which the right development and experiences can unlock.
2.2 CHARACTERISTICS
2.2.1 EMPATHY
2.2.1.1 They can imagine the world from multiple perspectives
2.2.1.2 By taking a “people first” approach, design thinkers can imagine solutions that are inherently desirable and meet explicit or latent needs.
2.2.1.3 They notice things that others do not and use their insights to inspire innovation
2.2.2 INTEGRATIVE THINKING.
2.2.2.1 Are analytical processes and also exhibit the ability to see all of the salient aspects of a confounding problem
2.2.2.2 Create novel solutions that go beyond and dramatically improve on existing alternatives.
2.2.3 OPTIMISM.
2.2.3.1 They assume that no matter how challenging the constraints of a given problem, at least one potential solution is better than the existing alternatives.
2.2.4 EXPERIMENTALISM.
2.2.4.1 Significant innovations don’t come from incremental tweaks. Design thinkers pose questions and explore constraints in creative ways that proceed in entirely new directions.
2.2.5 COLLABORATION.
2.2.5.1 The best design thinkers don’t simply work alongside other disciplines; many of them have significant experience in more than one.
2.2.5.2 The increasing complexity of products, services, and experiences has replaced the myth of the lone creative genius with the reality of the enthusiastic interdisciplinary collaborator.
3 DESIGN PROCESS
3.1 The spaces demarcate different sorts of related activities that together form the continuum of innovation.
3.2 Design projects must ultimately pass through three spaces
3.2.1 INSPIRATION
3.2.1.1 for the circumstances (be they a problem, an opportunity, or both) that motivate the search for solutions
3.2.2 IDEATION
3.2.2.1 for the process of generating, developing, and testing ideas that may lead to solutions
3.2.3 IMPLEMENTATION
3.2.3.1 for the charting of a path to market.
3.3 Projects will loop back through these spaces more than once as ideas are refined and new directions taken
4 HOW TO MAKE DESIGN THINKING PART OF THE INNOVATION DRILL
4.1 BEGIN AT THE BEGINNING.
4.1.1 Involve design thinkers at the very start of the innovation process, before any direction has been set.
4.1.2 Involve design thinkers at the very start of the innovation process, before any direction has been set.
4.2 TAKE A HUMAN-CENTERED APPROACH.
4.2.1 Along with business and technology considerations, innovation should factor in human behavior, needs, and preferences.
4.2.2 Human-centered when it includes research based on direct observation – will capture unexpected insights and produce innovation that more precisely reflects what consumers want.
4.3 TRY EARLY AND OFTEN.
4.3.1 Create an expectation of rapid experimentation and prototyping.
4.3.2 Measure progress with a metric such as average time to first prototype or number of consumers exposed to prototypes during the life of a program.
4.4 SEEK OUTSIDE HELP.
4.4.1 Expand the innovation ecosystem by looking for opportunities to co-create with customers and consumers.
4.5 BLEND BIG AND SMALL PROJECTS.
4.5.1 Manage a portfolio of innovation that stretches from shorter-term incremental ideas to longer-term revolutionary ones.
4.5.2 Expect business units to drive and fund incremental innovation, but be willing to initiate revolutionary innovation from the top.
4.6 BUDGET TO THE PACE OF INNOVATION.
4.6.1 Design thinking happens quickly, yet the route to market can be unpredictable.
4.6.2 Be prepared to rethink your funding approach as projects proceed and teams learn more about opportunities.
4.7 FIND TALENT ANY WAY YOU CAN.
4.7.1 People with more-conventional design backgrounds can push solutions far beyond your expectations
4.7.2 You may even be able to train nondesigners with the right attributes to excel in design-thinking roles.
4.8 DESIGN FOR THE CYCLE.
4.8.1 But Design projects may take longer than that to get from day one through implementation.
4.8.2 Plan assignments so that design thinkers go from inspiration to ideation to implementation.
4.8.3 Experiencing the full cycle builds better judgment and creates great long-term benefits for the organization.
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